An An NGFN W NGFN Webin binar ar FOOD BANKS AS GOOD FOOD PARTNERS December 12, 2013
Presentation Outline Technical Orientation | Welcome / Introduction John Fisk Wallace Center at Winrock International Jeff Farbman Wallace Center at Winrock International Sacramento Food Bank & Family Services Sacramento Area Council of Governments Foodlink, Inc. Questions and Answers Upcoming Opportunities, etc.
W ALLACE C ENTER AT W INROCK I NTERNATIONAL • Market based solutions to a 21 st Century food system • Work with multiple sectors – business, philanthropy, government • Healthy, Green, Affordable, Fair Food • Scaling up Good Food
NATIONAL GOOD FOOD NETWORK: VISION
NATIONAL GOOD FOOD NETWORK: GOALS Supply Meets Demand • There is abundant good food (healthy, green, fair and affordable) to meet demands at the regional level. Information Hub • The National Good Food Network (NGFN) is the go to place for regional food systems stories, methods and outcomes. Policy Change • Policy makers are informed by the results and outcomes of the NGFN and have enacted laws or regulation which further the Network goals. http://ngfn.org | contact@ngfn.org
Networking Conferences Webinars Peer to Peer Research StudyHubs Community New Info Regional New of Practice Networks Audiences Technical Assistance Strengthen Food Hubs 6
Presentation Outline Technical Orientation Welcome / Introduction Sacramento Food Bank & Family Services Blake Young President / CEO Sacramento Area Council of Governments Foodlink, Inc. Questions and Answers Upcoming Opportunities, etc.
Organization History Serving Sacramento since 1976
Strategic Plan What we discovered 9
Mobile Approach
Health & Nutrition Education
Unique Organization Food with multifaceted programs
New Approach
Where We Are Headed
Bigger Picture What is happening regionally
Presentation Outline Technical Orientation Welcome / Introduction Sacramento Food Bank & Family Services Sacramento Area Council of Governments David Shabazian Project Manager, Rural-Urban Connections Strategy Foodlink, Inc. Questions and Answers Upcoming Opportunities, etc.
Rural-Urban Connections Strategy Enhancing Rural Economic Viability and Environmental Sustainability
RUCS Objectives • Enhance rural economic viability and environmental sustainability • Identify rural challenges and opportunities • Test agricultural market changes, policies and economic development strategies • Determine rural transportation and other infrastructure needs
Understanding the Regional Food Economy
Production and Consumption Consumption 1.9 million tons 2% Regionally Produced Production 3.4 million tons
Regional Food Systems Regional Rural Growers Food Hub Aggregation (Processing) (Processing) (Local) Market
Food System Analysis Regional food tool kit
Markets and Revenue Local Farm Net Revenue 60 Acre 20 Acre %
R EGIONAL C ONSUMPTION D ATA , 2012 SACOG P OPULATION 2,360,844 R ETAIL W EIGHT P RIMARY W EIGHT ( TONS ) ( TONS ) Fruits 307,862.17 384,827.72 Vegetables 441,014.87 668,204.35 Protein 153,460.90 225,677.80 Nuts 5,955.68 5,959.26 Eggs 47,455.48 48,178.15 Grains 114,877.21 114,877.21 Fats/oils 33,150.44 33,357.26 Dairy 311,832.63 311,832.63 Sugars 101,977.98 101,977.98 TOTAL 1,517,587.36 1,896,984.20
Farmland Needs for Regional Consumption Acres needed* (excluding meat and dairy production) *Based on the USDA recommended diet
F OOD H UB P ROJECT O VERVIEW Focus – Feasibility & economics of local/regional aggregation, processing, packaging, distribution facilities (i.e., “ hubs ” ) Need – Lack of hub is major impediment to meet demand for locally grown foods Goals - Develop products to capitalize on new market opportunities Deliverables - Business models for hub, business plan for financially viable enterprises
Food Banks as Food Hubs • Viable strategy for starting a local food system? • Leverage existing assets and operations • Serve food bank clients, wholesale, retail • Larger food banks help smaller food banks procure fresh produces from region
F ACILITY P HASING /C UMULATIVE C OST E STIMATE PHASE I PHASE II PHASE III PHASE IV Incubation Scaling Up Full Scale Operation Expansion start up with Increasing market With 3 processing With 4 processing existing and operations, lines, 2 tons per lines, 2 receiving stations, 4 tons per facility/partner 1 ton per hour hour hour Year 1 Years 2-3 Years 4-5 Year 6-7 $5.2 MM $4.1 MM $6.9 MM Food Banks
Walk , bike or transit 15 minutes access to food outlet
For every food dollar, 16¢ goes to Ag Source: USDA Economic Research Service Food Dollar Series (2010)
Presentation Outline Technical Orientation Welcome / Introduction Sacramento Food Bank & Family Services Sacramento Area Council of Governments Foodlink, Inc. Mitch Gruber Food Access Programs Manager Questions and Answers Upcoming Opportunities, etc.
Shifting Our Model: Food Bank to Food Hub
Foodlink as a Food Bank • Founded in 1978 • 5,700 square miles and 10 counties in Central/Western NY • 500 community partners • Emergency and “Non” - Emergency • 16.7 million pounds/year • 30+ food-related programs • 65 FTE staff
Catalyst for Change • 1.) Recession Increase in hunger • 2.) Decrease in Donated Product 30% decrease from top donor • Silver Lining: Responding to the spike in need and the decrease in resources made us a stronger organization. • Expanded services and staff to meet demand • Moved to new building (outgrew old space) • Renewed commitment to use our assets and resources 24-7 to impact on the cause (poverty), rather than JUST 8-5 to work on the symptom (hunger) • Evolution to Food Hub with innovative programs
Food Bank to Food Hub Consumer Driven Food Bank Food Hub • Charity • Social enterprise • Passive (receive donated • Proactive (purchasing, food, redistribute) growing, processing) • Responding to • Address root causes symptoms, not causes through innovative programs
Key Components of “Shifting Our Model” 1. Acknowledging that traditional food banking does not END hunger 2. Maximizing stewardship of our assets 3. Diversifying our customer base 4. Investing in the local economy 5. Embracing market-based solutions 6. Focusing on “Health” instead of “Hunger”
Stewardship of Assets • 24/7 (cause) instead of 8/5 (symptom) • Foodlink has accrued much infrastructure over 30 years of food banking 80,000 sq. foot warehouse 3,700 sq ft cooler 5,200 sq ft freezer 10,000 sq ft commercial kitchen Fleet of 13 trucks incl. refrigerated “Soft” infrastructure as well, like inventory system, workforce, and critical relationships
Diversified Customer Base • Growing “non - emergency” base –(nonprofit organizations) can’t afford to continue to shop retail e.g., daycares, group homes, senior centers, etc. • Increased purchased product to help menu-plan and budget accordingly • Food Hub programs allow us to work directly with individuals (Curbside Market) and select For-Profits (corner stores)
Investing in the Local Economy • Expansion of purchased product; emphasis on locally produced items • Over $250,000 spent on local farms • Stretch the food dollars of our partner agencies • Offer storage capacity at below market value • Commercial kitchen: pilot VAP program
Market-Based Solutions • Increase in purchased product required a change in distribution model • Create a Value Chain • Cooperative purchasing • Farm To Institution (FINYS) • Food Access Programs • We believe ALL food banks should be involved in economic development work!
Health Over Hunger • HEART (CDC) as impetus • Proactively purchase healthy foods and make them available and affordable • Emphasis on produce, but not exclusive • Menu Planning for agencies • 5 unique Nutrition Education programs aimed at building food literacy
Example: Food Access Programs • Farm Stands: 12 Sites with community partners 30,000lbs, EBT, WIC, Fresh Connect • Curbside Market: 30 Sites, mostly public housing Over 35,000 lbs, EBT, WIC, Fresh Connect • Healthy Corner Stores: Pilot phase working with 3 stores
Future Steps • Value Added Processing • Process for distribution within our network • Process for small/mid-sized farmers that lack infrastructure • Continue to diversify customer base • Expand our Farm to School and Farm to Institution capacity
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